Leading in leaner times
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This document discusses how marketers can better connect with customers during uncertain economic times. It argues that the usual marketing reactions of spending more on the same messages, relying only on traditional research, or making radical changes without understanding customers often do not work. Instead, the document recommends that marketers take an "outside-in" approach by understanding customers' motivations, emotions, and needs at each stage of their engagement with a brand. It also stresses the importance of aligning a brand's proposition with its purpose and having a complete view of the customer journey. The goal is to deliver value and inspiration to customers in a way that feels relevant and interesting to them.
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THE BEAUTIFUL PROBLEM !
STAGES
!
!
DOING !
[TOUCHPOINTS &
ACTIONS]
!
!
THINKING
CUSTOMER PORTRAIT!
!
!
FEELING
INSIGHTS
CONSIDERATION PURCHASERESEARCH/AWARENESS POST-PURCHASE RETENTION & ADVOCACY
MOMENTS OF
TRUTH
GUIDING!
PRINCIPLES
CLIENT: ! ! ! DATE:
What am I doing,
where am I looking for
information?
I feel… (emotions only)
I feel anxious, I feel
excited.
Rational thinking and
information needs
Fresh, actionable &
leveragable
Critical points](https://image.slidesharecdn.com/leadinginleanertimes-140610055303-phpapp02/85/Leading-in-leaner-times-26-320.jpg)
Leading in leaner times
- 3. “Only when the tide goes out do you discover who has been swimming naked” Warren Buffet
- 4. WHERE HAS THAT LEFT MARKETERS? Confused Inconsistent Nervous Disempowered Schizophrenic Reactive
- 5. WHAT’S THE USUAL REACTION? Spending more money pushing the same message. This rarely works.
- 6. WHAT’S THE USUAL REACTION? Trying to find safety in traditional quant research. It usually isn’t the answer.
- 7. WHAT’S THE USUAL REACTION? Stumbling through radical changes to the brand strategy, that aren’t based on true customer insights.
- 8. WHAT’S THE USUAL REACTION? Trying to find absolute differentiation, which is increasingly becoming incredibly difficult.
- 9. WHAT’S THE USUAL REACTION? Less than 1 in 5 brands in the US are seen by customers as being distinctive. Source: www.brandingstrategyinsider.com
- 10. The answer lies in simple things ALL IS NOT LOST
- 11. THE BRAND GAPS COMPANY VALUE COMPANY OR BRAND PURPOSE CUSTOMER MOTIVATIONS, EMOTIONS, DRIVERS BRAND PERFORMANCE GAP NOT PRODUCT/SERVICE BRAND VALUE CUSTOMER VALUE CULTURE REALISED BRAND POTENTIAL
- 12. Marketing Myopia redux Inside out versus outside in thinking WHY IS THIS APPROACH IMPORTANT?
- 13. Brands often seem most interested in talking about: • Who they are • What they sell • What it retails for • Their size and geographical spread • Their ownership • Who their customers are (usually in demographic terms) • Their financial performance • Their innovations/news • Their CSI projects and what they sponsor • Their social media/content marketing initiatives WHY IS THIS APPROACH IMPORTANT?
- 14. Contrast that with consumer priorities: • Is this brand desirable to me? • Is this a brand I will be proud to be seen with? • Is the brand well made? • Is it easy and convenient for me to get it? • Is the brand interesting? Do people talk about it? • Who speaks for the brand? Are they someone I admire? • Is the brand consistent? Do I get what I expect to get from it? • Is it easy to understand? Is choosing options easy and simple? • Is it priced right for me? WHY IS THIS APPROACH IMPORTANT?
- 15. Customers don’t care about brands. They care about how brands help them add value to - or solve a problem - in their lives. WHY IS THIS APPROACH IMPORTANT?
- 16. We have a flood of content, but a crisis of context. WHY IS THIS APPROACH IMPORTANT?
- 17. WHERE DO WE START? Embrace intelligent naivety
- 18. Understand the humanity of your customer – the emotions, motivations, desires and drivers at each stage of the engagement process, to understand how to deliver personal value to that customer. WHERE DO WE START?
- 19. THE BRAND GAPS COMPANY VALUE COMPANY OR BRAND PURPOSE CUSTOMER MOTIVATIONS, EMOTIONS, DRIVERS BRAND PERFORMANCE GAP NOT PRODUCT/SERVICE BRAND VALUE CUSTOMER VALUE CULTURE REALISED BRAND POTENTIAL
- 20. ANSWERING TWO QUESTIONS Answer two questions: Is your brand’s proposition in alignment with your company purpose?
- 21. GOLDEN CIRCLE WHY HOW WHAT What do we do? What value to we add to our customers’ lives? How do we do that differently? ANSWERING TWO QUESTIONS
- 22. • 77% of consumers don’t want a relationship with a brand. • Only 13% said increased engagement led to repeat brand preference (loyalty). • 64% cited shared values as the primary reason for brand preference. Source: Harvard Business Review study 2012 WHY HOW WHAT ANSWERING TWO QUESTIONS
- 23. Answer two questions: Do you have a complete understanding of your customers’ engagement journey? ANSWERING TWO QUESTIONS
- 24. DOING FEELING THINKING MOMENTS OF TRUTH INSIGHTS BARRIERS HOW WE WIN HOW WE LOSE INFORMATION REQUIREMENTS TOOLS AWARENESS CONSIDERATION COMMITMENT REPEAT PREFERENCE ADVOCACY CULTURAL PRESSURES CUSTOMER ENGAGEMENT JOURNEY TOOL ANSWERING TWO QUESTIONS
- 25. Understand not just what your customer does, but why they do it. For a copy: Twitter @jontyfisher ANSWERING TWO QUESTIONS
- 26. ! ! ! ! ! ! ! ! ! ! ! ! ! ! THE BEAUTIFUL PROBLEM ! STAGES ! ! DOING ! [TOUCHPOINTS & ACTIONS] ! ! THINKING CUSTOMER PORTRAIT! ! ! FEELING INSIGHTS CONSIDERATION PURCHASERESEARCH/AWARENESS POST-PURCHASE RETENTION & ADVOCACY MOMENTS OF TRUTH GUIDING! PRINCIPLES CLIENT: ! ! ! DATE: What am I doing, where am I looking for information? I feel… (emotions only) I feel anxious, I feel excited. Rational thinking and information needs Fresh, actionable & leveragable Critical points
- 27. ! ! ! !STAGES RETENTION & ADVOCACYPOST-PURCHASEPURCHASECONSIDERATIONRESEARCH/AWARENESS ! BARRIERS! LOSS WIN TOOLS INFORMATION! REQUIRED What stops them from moving further? How do brands win? How do brands fall by the wayside? What emotions do we need to reinforce or negate? What rational cues can we exploit? With all of this in mind, what do we need to start doing, change, or stop doing?
- 28. What you’re looking for? Fresh insights to connect your brand to your customer in a more meaningful way, to enable actionable, powerful changes to your marketing program. ANSWERING TWO QUESTIONS
- 29. DELIVERING A STRATEGIC PLATFORM CULTURAL TRUTH HUMAN TRUTH BRAND TRUTH Strategic Platform
- 30. SOME GUIDING THOUGHTS • More than ever, people still want to be inspired, so don’t dumb down messages. • The familiar is even more important; rituals, and habits have renewed significance. • Meaning matters. • Reward people, small things go a long way. • People love a good deal, but don’t want to feel cheap.
- 34. “We live in a world filled with technology and connections and ideas yet one that, in so many ways and places, remains unexciting for such long stretches. On reflection, so many of the situations we find ourselves in are routine. Catching a plane is boring once you’ve done it a few times. Commuting is boring. Work cultures are uninspiring. Most of the advertising we see is boring. As Susan Ertz once observed, ‘Millions long for immortality who don’t know what to do with themselves on a rainy Sunday afternoon.’
- 35. After all, as human beings, we long for things that catch our eye. We will find time to do things that make our hearts beat faster. We live for what makes us feel alive. We want to be inspired by purpose.” “So rather than spend all that time noodling brand opinions and agonizing over the largely irrelevant nuance of ‘difference’ between our brand and the competition, we should be spending far more time thinking about what people are interested in.” Martin Weigel